One-way ticket to Chicago for Monday… Very excited to join Grubhub next week!
This is a copy of an email I sent to my colleagues at eBay.
My chapter at eBay is coming to an end. These past 3 years have been such a privilege for me – thank you so much for putting your trust in me. I’m proud and humbled by people that worked by my side – persistent, creative, bold. I’ve learned so much from you.
When I look back, I remember the days when CRM at eBay was just forming – with a myriad of uncoordinated campaigns and lots of technical debt, all we had was determination, grit, and a vision. We have achieved tremendous results since those days: we’ve grown Marketing by double digits each year – and found the balance between human and machine. Today, peers from Uber, LinkedIn, and Airbnb say that eBay has one of the top 3 Marketing platforms on the planet – both in terms of customer experience and technological sophistication. I know that in the coming years, you will take it even further.
So glad to get more coverage for the team and the personalization work we’ve been doing at eBay.
Proud to see external validation of our CRM and personalization approaches in email: http://marketingland.com/3-brands-email-marketing-right-211020
eBay has come a long way in our CRM and email marketing in the past two years. Personalization is a relatively easy task when you’re dealing with just one region and one vertical and a hundred thousand customers. With 167M active buyers across the globe, eBay’s journey to help each of our buyers find their version of perfect was quite complex.
Like many in our industry, we’ve had to deal with legacy systems, scalability, and engineering resource constraints. And yet, we’ve made email marketing a point of pride — instead of the “check mark” that we started from. Here’s our story.
Here’s the Information Week interview about the CRM and personalization system my team built at eBay.
In life as in work, we’re constantly dealing with uncertainty. As parents, employees, leaders, we look at the future and estimate the odds: what’s the chance that our teenage son will do drugs? What’s the chance that this system’s load will exceed what we designed it for? How likely is this risky investment to result in a huge competitive advantage?
We estimate these chances, and some of us are better than others; we look at the data, ask for advice, look for prior examples. We are hard-wired to estimate the chances – and to over-value potential loss over potential gain, and over-value action over allowing things to proceed on their own. The best of us identify their built-in biases and adjust their decision-making accordingly, but even they can’t avoid the “sacred geometry of chance.“ Continue reading